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2.1 INTRODUCTION . . . . . . . . . . . . . . . . . . . . . 2
2.1.1 Background and methodology of the chapter . . . . . . 2
2.1.2 Logistics - a micro and a macro perspective . . . . . . 3
2.1.3 Logistics - a growing area of company focus . . . . . . 7
2.1.4 Logistics and supply chain management defined . . . . . 9
2.1.5 The main logistics activities . . . . . . . . . . . . . 17
2.1.6 Conclusion . . . . . . . . . . . . . . . . . . . 23
2.4 CONCLUSION . . . . . . . . . . . . . . . . . . . . . . 63
SOURCES OF REFERENCE . . . . . . . . . . . . . . . . . 65
Chapter 2 - 1
CHAPTER 2: THE ROLE AND IMPORTANCE OF LOGISTICS
2.1 INTRODUCTION
This chapter of the thesis will discuss, in more detail, important logistics
concepts and definitions, some of which were introduced in the preceding
chapter, and further introduces concepts and definitions relevant to logistics
outsourcing in particular. The chapter also deals with important underlying
concepts and definitions of logistics and supply chain management. The
information in this chapter also focuses on the meaning, role and importance of
logistics and deals with the increasing recognition of the role and importance of
logistics and thus the development thereof and trends with regard thereto.
Chapter 2 - 2
subsequently in this thesis and to contribute to the purpose thereof. This is key
to the thesis in order to begin to clarify the aspects that will be researched,
analysed and discussed.
The definitions and classifications discussed in this section have been compiled
from a number of sources for the purposes of this thesis. While most definitions
and descriptions are fairly brief and provide mainly a background to the subject
material, the concepts of logistics, logistics management and supply chain have
been defined and described in particular detail, as outsourcing will be in Chapter
3, in contribution to the main focus of this thesis.
Chapter 2 - 3
from its competition, and to operate at a lower cost, and therefore a greater
profit than its competitors. Competitive advantage stems from the many
discrete activities a company performs in designing, producing, marketing,
delivering, and supporting its products. (Porter, 1985; as quoted by Christopher,
1998).
Companies are thus increasingly recognising the role and importance of logistics.
In the same way that companies seek a competitive advantage over other
companies, so too do countries seek to promote their exports by influencing the
value of their currency, subsidising certain sectors of their economy, for example
by promoting efficiencies in economically important activities such as those
involved in the logistics arena. Improved and efficient logistics will make a
country’s products more attractive from a cost and customer service point of
view in the global village. Furthermore, the impact of logistics on a country’s
land, labour and capital resources; gross national product; rate of inflation,
interest rates, productivity, energy costs and availability; as well as employment
and standards of living, is also key to the increased focus on logistics and supply
chain management in many companies and countries.
Logistics is one of the major expenditures for businesses, thereby affecting and
being affected by other economic activities. This is well demonstrated by the
following figures for the US quoted by Stock and Lambert (2001): In 1999, US
Chapter 2 - 4
industries spent an estimated $554 billion on freight transportation; more than
$332 billion on warehousing, storage, and inventory carrying costs; and more
than $40 billion to administer, communicate, and manage the logistics process;
the total expenditure on logistics therefore amounting to over $900 billion. In
2001, US business logistics systems costs totalled $970 billion, the equivalent
of 10% of the US gross domestic product measured in nominal dollars.
(Delaney, 2002, as quoted by Langley, Allen & Tyndall, 2002). World-wide,
companies spent about $3 trillion on logistics. (Bank of America; as quoted by
Weaser, 2001).
Logistics outsourcing is also big business in the US. (Sopher, Lareau & Crum,
2002). In 2000, third-party logistics service providers (3PLs), for example,
generated $56.4 billion revenue in the US, up from $46 billion in 1999,
(Armstrong & Associates, 2001; as quoted by Sopher, et al. 2002), and in 2001
estimated total contract logistics market revenues were $60.8 billion. (Armstrong
& Associates, 2002; as quoted by Langley, et al. 2002). Logistics is also a huge
consumer of land, labour and capital, particularly in industrialised countries
where investment in logistics facilities runs into many billions, as can be seen
from the above example.
Chapter 2 - 5
Logistics also plays a key role in the economy in that it supports the movement
and flow of many economic transactions. It is an important activity with regard
to the facilitation of the sale of practically all goods and services. In order to
identify with this role of logistics, consider the fact that if goods do not arrive on
time, customers cannot buy them. If goods do not arrive in the correct place or
condition, no sale can be made. All economic activity throughout the supply
chain would suffer if the logistics function failed to fulfil this role. The logistics
management function therefore plays an important role in a country’s export
effort, and particularly in a country such as South Africa where government has
established an export-led growth strategy. If the application of the logistics
management concept can tend to a reduction in total logistics costs, exports will
be stimulated.
Chapter 2 - 6
and that labour also represents a major percentage of the total costs. It is also
important to note that capital is expensive and scarce, while labour is also
expensive and can sometimes be an unreliable production factor. Furthermore,
logistics management is usually accompanied by the investment of large capital
amounts in mechanisation, often to reduce labour requirements. In South Africa
every effort should be made however to utilise labour, even though intensive and
expensive training schemes may be needed to make this labour more effective.
A fine balance will have to be struck between the use of labour and capital in the
overall logistics management system.
The above discussions of the micro and macro roles of logistics management are
provided to indicate the far-reaching effects and role of logistics in both the
economy of companies as well as countries. However, the rest of this thesis will
focus mainly on the micro-economic role of logistics as this is the focus thereof.
The following sections of this chapter will outline the factors resulting in a
growing focus on logistics, clarify the meaning and understanding of the terms
logistics management, as well as logistics, supply chain and supply chain
management, and discuss in some detail the implications of logistics for a
company.
The recognition of the role and importance of logistics and the management
thereof in a company, for example with regard to outsourcing decisions, is not a
recent trend but has been receiving growing attention, particularly over the last
thirty years.
Chapter 2 - 7
• Advances in technological and quantitative techniques
• Significant opportunities presented by e-commerce potential
• Development of the systems approach and total cost analysis concept
• Recognition of the role of logistics in a company’s customer service
programme
• Erosion of companies’ profits because of their failure to examine functional
areas where cost savings might be realised
• Profit leverage resulting from increased logistics efficiency
• General economic conditions since the 1950s
• Recognition of the role of logistics in creating competitive advantage in the
marketplace, particularly in the face of domestic and foreign competition,
saturated markets, government regulation
• Consolidation of companies thus increasing the importance of sound logistics
practices and continued strategic planning as companies are reorganised and
product lines are combined
• Markets, and logistics policies and practices of suppliers of consumer
products, being driven by the large retailers
• Distributors stocking less with respect to industrial products, and depending
more on their suppliers’ stocks than in the past
• Customer requirements for value-added services continuing to drive costs up
• Increasing interest in third-party providers that handle all or part of a
company’s logistics function, particularly with increased penetration into
major trade areas
• Inventories continuing to be at high levels irrespective of improved
forecasting, inventory and make-to-order software available.
• Gaps in logistics support left by enterprise resource planning (ERP) systems,
resulting in the need for additional bolt-on systems in the near future
• Customer service activities continuing to be centralised and consolidated
• Increased focus on computer technology and distribution software.
Chapter 2 - 8
Companies are becoming more aware of, and interested in, logistics
management.
In summary, the recognition of the cost and service impact of logistics is an
important step for companies. The development and expansion of global
competition and the increasingly international growth of companies, with
increasing foreign sourcing of raw materials, components and labour, further
impacts on the recognition of the importance of logistics. Domestic competition
and saturated markets in particular have led to the need for companies to
become more competitive and thus effective and efficient in all their operations,
with logistics being no exception. Many discussions on logistics in fact refer to
the competitive advantage which logistics efficiencies provide for a company.
Companies that successfully implement innovative strategies to better manage
their logistics requirements, for example, are better equipped to increase their
competitive advantage and corporate profitability and to become market leaders.
The term logistics is used to describe the entire process of materials and
products moving into, through and/or out of a company. Logistics thus includes
any activity involved in the management of inventory at rest (awaiting production
into finished goods or distribution at the final point of sale) or in motion (during
transportation). Logistics management is the management of these logistics
activities. The definition of logistics management provided in the introduction to
this thesis, is that provided by various definitions compiled over the years by the
Council for Logistics Management in the US. In repetition thereof, logistics
management can thus be defined as that part of the supply chain process that
plans, implements, and controls the efficient, effective flow and storage of raw
materials, in-process inventory, finished goods, services and related information
from the point-of-origin to the point-of-consumption (including inbound,
outbound, internal and external flows) in such a way as to meet customers'
Chapter 2 - 9
requirements cost-effectively and ensure that current and future profitability are
maximised.
Logistics, and the management thereof, therefore has a key impact on the daily
lives of people as well as the economic state and development of countries.
Consumers of manufactured products and other goods, world-wide, are
dependent on logistics and the various activities involved therein, ensuring that
the products and services they require are available when, where and how they
want them. Competitive advantage, as was mentioned previously, can thus be
gained by a company that finds ways of performing strategically important
activities, for example logistics, or ensuring that these activities are performed,
more efficiently than its competitors. Effective logistics management can
provide a major source of competitive advantage to a company.
Chapter 2 - 10
Identifying and managing the important role and impact of logistics in the
company is thus of utmost importance. Furthermore, as was outlined in the
preceding definition of logistics management, it is also a key component of the
supply chain process. The management and execution of logistics activities in a
company is therefore not independent of the other organisations, management
structures and activities within the particular supply chain of which it is a part.
It is thus appropriate at this stage to define the term supply chain which can be
described as the network of connected and interdependent organisations that are
mutually and co-operatively working together and involved, through upstream
and downstream linkages, in the different processes and activities to control,
manage and improve the flow of materials and information (from suppliers to end
users) that produce value in the form of products and services in the hands of
the customer. (Christopher, 1998). The supply chain thus involves the network
of organisations that performs the activities that enable the physical flows and
storage of materials and the system flows of related information. The supply
chain for a particular product or service is thus the collection of all components
or activities associated with the creation and ultimate delivery of that product or
service. Supply chain management is therefore the managing of both the flow of
materials and the relationships among the channel intermediaries from the point
of origin of raw materials through to the final customer. (Christopher, 1998).
Chapter 2 - 11
Consequently, supply chain process integration and re-engineering initiatives
should be aimed at boosting total process efficiency and effectiveness across
members of the extended supply chain.
It is important to note that supply chain management can also be termed demand
chain management to reflect the fact that the chain should be driven by the
market and not the suppliers; in other words it should be a pull system rather
than a push system. Supply chain can also be termed supply network, since
there is normally a number of suppliers and customers, and suppliers to suppliers
and customers to customers, to be included in the total system.
Therefore, while logistics is concerned with seeking to create a single plan for
the flow of products and related information through a business, supply chain
management builds upon this plan and framework, seeking to achieve linkage
and co-ordination between processes of other entities in the chain or network
(suppliers and customers) and the company itself. Supply chain management
thus moves the company away from the traditional arms-length, sometimes
adversarial, relationships between buyers and sellers, to the managing of
upstream and downstream relationships with suppliers of materials and/or
products and providers of services, and customers, in order to deliver superior
customer value at less cost to the supply chain as a whole. The focus of supply
chain management should therefore be on the management of relationships in
order to achieve a more profitable outcome for all parties in the chain.
Chapter 2 - 12
Companies which are able to improve their supply chain management thus
typically reflect a holistic approach, viewing the supply chain from end to end
and ensuring improvement of the whole, in revenue, cost and asset utilisation.
Chapter 2 - 13
Chapter 2 - 14
Stock and Lambert (2001) thus state that the overall logistics objective is
therefore to minimise the total costs given the customer service objective where
total costs = transportation costs + warehousing costs + order processing and
information costs + lot quantity costs + inventory carrying costs; where:
• The cost of customer service levels also refers to the cost of lost sales, i.e.
the cost associated with alternative customer service levels. Management
must minimise the total of the other cost components, for a desired level of
customer service.
• Transportation costs are the costs associated with the transportation function
and can be identified in total and by segments, i.e. inbound/outbound, and by
vendor/customer/mode/carrier/product/channel.
• Warehousing costs are all the expenses that can decrease or increase as a
result of a change in the number of warehousing facilities. The number of
warehouses used in the logistics system will also have an impact on the
levels of inventory.
• Order processing and information costs are costs for order transmittal, order
entry, order processing, related handling costs, and associated internal and
external communication costs.
• Lot quantity costs are production or purchasing costs that will change due to
a change in the logistics system. Production lot quantity costs are production
preparation costs, capacity lost due to changeover, materials handling, etc.
Purchasing lot quantity costs are the costs of buying various quantities.
• Inventory carrying costs are costs that vary with the level of inventory stored
and include capital, inventory service, storage space, and inventory risk costs.
Regarding supply chain integration, Christopher (1998) asserts that this implies
process integration both upstream and downstream, where process integration is
collaboration of buyers and suppliers/providers, joint product development,
common systems, and shared information. He further indicates that in the future
it will be the extent and quality of supply chain integration that will determine
marketplace performance.
Chapter 2 - 15
Also key to the understanding and success of a particular supply chain is the
value chain concept. The business of a company is often described as a value
chain in which all the activities undertaken to develop and market a product or
service, yield value. (Gattorna & Walters, 1996; Chee & Harris, 1998). A
company will be profitable as long as total revenues exceed the total costs
incurred in creating and delivering the product or service. Companies should
strive to understand their own value chain as well as those of their competitors,
suppliers, and distribution providers in order to pursue improvement of the
whole. The value chain shown in Figure 2.1 and described in Table 2.1 indicates
total value comprising various activities as well as the link between the logistics
and other organisational functions.
Company infrastructure
Support
Human resources management
Activities
Organisational structure and systems (technology management)
Procurement (this is now seen to be a primary activity by many)
Price
Inbound Operations: Marketing Outbound Customer
logistics: Manufacturing and sales: logistics: Service:
Transport; finished-goods Promotions; Order Installation;
Primary materials inventory; selling assembly maintenance;
Activities management product/service activities; & delivery rectification
customisation advertising etc.
Margin
Source: Porter, 1982; adapted by Gattorna & Walters, 1996; Chee & Harris, 1998.
Companies in a given industry sector, for example, generally have similar value
chains, including activities such as procuring and transporting raw materials,
designing products, building manufacturing facilities, developing co-operative
agreements, and providing customer service. However, value chains also differ
Chapter 2 - 17
between organisations, as each has a unique capability profile. As has already
been mentioned, the value chain also does not exist in isolation and is connected
to the value system of its suppliers, distributors, etc. Therefore, in addition to
managing its own value chain, an organisation can obtain a competitive
advantage by managing the linkages with its customers and suppliers.
Certain major logistics activities can be identified with respect to the logistics
operations and management in a company and its supply chain. (Lambert, et
al.1998; Stock & Lambert, 2001). These logistics activities are as follows:
• Customer service
• Traffic and transportation
• Warehousing and storage
• Plant and warehouse site selection
• Inventory management
• Order processing
• Logistics communications
• Procurement
• Materials handling
• Packaging
• Demand forecasting
• Parts and service support
• Salvage and scrap disposal Reverse
• Return goods handling logistics
Chapter 2 - 18
In addition to those listed, are the freight forwarding and customs clearance
activities that are key to most companies’ operations.
The following definitions and discussions outline these activities in greater detail.
These definitions and discussions only cover those activities, provided in the
above list, that are particularly relevant in an outsourcing context.
Chapter 2 - 19
Transportation is the linkage activity in logistics and is often the single largest
cost in the logistics process, an important component that must be managed
effectively. A variety of options are available for the movement of products to
their destinations.
Inventory management involves trading off the level of inventory held to achieve
high customer service levels, with the cost of holding inventory which includes
capital tied up in inventory, variable storage costs, and obsolescence. (Stock &
Lambert, 2001).
A company might have half of its current assets tied up in inventory. Logistics is
thus concerned with all inventory within the business, from raw materials,
subassembly or bought-in components, to work-in-progress to finished goods.
Chapter 2 - 20
(iv) Order processing
Order processing tends to be a key area for automation, with the order
processing cycle providing a key area of customer interface with the
organisation. It can therefore have a significant impact on customer perception
of service, and consequently, customer satisfaction. As a result, organisations
are increasingly implementing advanced order-processing methods to speed up
the process and improve accuracy and efficiency.
(v) Procurement
The cost of purchased materials and supplies is a significant part of total costs of
most organisations. The procurement function also provides the opportunity for
leveraging the capabilities and competencies of suppliers through closer
integration of the buyers' and suppliers' logistics processes. Procurement is
therefore playing an increasingly critical role in creating and sustaining
competitive advantage as part of an integrated logistics process. Leading
organisations include these supply side issues in their strategic planning.
Chapter 2 - 21
Manufacturing must also link into a strategy and plan for procurement. There
needs to be unity within the business between marketing, distribution,
production and procurement through the tasks of integrated logistics
management.
The interface between logistics, manufacturing and other key company functions
will be discussed in Section 2.3 of this thesis.
(vi) Packaging
Parts and service support, or after-sale service support, provides repairs, spares
and parts to dealers, and ensures the collection of defective or malfunctioning
products from customers, and responding quickly to demands for repairs. (Stock
& Lambert, 2001).
The parts and service support activity is very important to industrial customers
for whom downtime, as a result of production stoppages or delays caused by
awaiting repairs, can be extremely costly. Customer relationship management
(CRM) and the use of company or outsourced call centres can play an important
role in parts and service support for the company’s customers.
Chapter 2 - 22
(viii) Salvage, scrap disposal and return goods handling
Salvage and scrap disposal together with return goods handling is often referred
to as reverse logistics. It is an element increasingly receiving management
attention, particularly as the concern for recycling and reusable packaging grows,
and considering the complexity and high cost of return goods handling. (Stock &
Lambert, 2001).
With regard to salvage and scrap disposal, logistics is involved in the removal
and disposal of waste materials left over from the production, distribution, or
packaging processes. This could involve temporary storage followed by
transportation to disposal, reuse, reprocessing, or recycling locations.
Returns may take place, for example, because of a problem with the
performance of the product. Return goods handling is complex and expensive
due to the movement of mostly small quantities of goods, from the customer to
the company, the opposite movement to which its systems are best suited.
Chapter 2 - 23
In summary, the logistics activities discussed in the preceding paragraphs are all
involved in the flow of products from point-of-origin to point-of-consumption.
Each of these activities plays an important role in determining whether a
customer receives the right product at the right place in the right condition at the
right cost and at the right time. Managing the various activities as an integrated
system should lead to the maximisation of customer satisfaction, as well as to
the lowest possible total cost. In this way logistics management can contribute
significantly to, and has an important role in, overall company efficiency. Due to
the nature and importance of these activities companies often, for example,
decide to outsource part, some, or all of these activities to companies with a
recognised expertise therein. However, the very nature and importance of these
activities may also cause a company to decide to keep them in-house to ensure
ongoing control and to personally ensure that service commitments to customers
are met. Irrespective of the eventual decision whether or not to outsource
logistics activities, the importance of these activities and their role in the
company and its service provision must be thoroughly considered and
understood by the company. Fully understanding this will better equip
management to make strategic decisions, for example with respect to
outsourcing.
2.1.6 Conclusion
Logistics and the management thereof play a key role in, and have an important
impact on, both the well-being of a company and the economy of a country.
The objective of logistics is to consistently supply the correct quantity of the
correct product to a customer, in the right condition and at the required place,
time and price. The effectiveness and efficiency with which a company and its
logistics function achieve this has a significant impact on the competitiveness
and success of the company. The important role and impact of logistics thus
warrants further discussion and will be elaborated upon in the following sections.
Chapter 2 - 24
Chapter 2 - 25
2.2 THE DEVELOPMENT OF LOGISTICS MANAGEMENT
2.2.1 Introduction
From the preceding discussion it may be noted that any movement of goods is
largely dependent on logistics and supply chain processes and activities.
The concept of logistics and the management thereof is not a new one. The role
of the distribution function (and more broadly logistics), together with the
production function, has always been key to solving the economic problem.
Society has always required the movement of materials and goods for their
existence and particularly their development.
The economic problem however is related to the fact that individuals and society
have unlimited needs and wants which must be fulfilled or remain unfulfilled with
the limited number of resources at their disposal. The optimum solution of the
economic problem is thus the process of obtaining maximum want satisfaction
from the available resources. (Begg, Fischer & Dornbusch, 1984). Logistics
systems, and the management and improvement thereof, have a key role to play
in this solution - increasing customer satisfaction and/or decreasing costs to
ensure improved want satisfaction with the available resources. A reduction in
the costs of distribution, for example, in relation to other things, increases
flexibility for example in the location of industry, the exploitation of natural
resources, and the achievement of industrial efficiency. With the development of
the logistics function, it is therefore important to note its expansion from an
operational (albeit important) activity where the concern of management was
focused on mainly on costs, to a strategic function responsible (to a large
degree) for the management of resources required to achieve specific levels of
customer satisfaction. (Gattorna & Walters, 1996). This development of the
logistics function will be considered in more detail in the following sections.
Chapter 2 - 26
2.2.2 The historical development of logistics management
As has been alluded to in the introduction to this section, distribution (and more
broadly logistics) has always been key to satisfying the needs of individuals and
society. Lynch (2000), for example, quotes Ackerman (2000) who suggests
that one of the first business logistics arrangements is described in the Bible, in
Genesis Chapter 41. This is an account of the seven years of plenty during
which the people in the land of Egypt accumulated crops for the predicted seven
years of famine. The grains and other fruits of their labours were taken to
storehouses for safekeeping – the grain was placed in storehouses for later re-
distribution during the time of need. Lynch goes on to point out that in Europe,
a number of logistics service providers can trace their origins back to the Middle
Ages with the first commercial warehouse operations having been built in
Venice, Italy in the 14th century. Merchants from all across Europe used these as
collection and distribution points.
Chapter 2 - 27
minimised his risk through strategic alliances with fledgling ambitious and
aggressive service providers. Another example of the historical development of
logistics in the US commenced in 1971 when Frederick W. Smith used a $4 000
000 inheritance and over $90 000 000 in other capital to acquire a Little Rock,
Arkansas, used aircraft business. It was Smith’s intention to provide an
overnight delivery service. In 1973, Federal Express, with 389 employees and
14 Dassault Falcon planes, began operations at the Memphis International
Airport. By 2000, it employed 150 000 people located around the world and
had a fleet of 648 aircraft and 64 000 vehicles. (Lynch, 2000).
As has already been pointed out, logistics activity is actually thousands of years’
old, dating back to the earliest form of organised trade. However, due to many
societal and economic developments worldwide, the role of logistics in
companies and economies, is receiving increasing attention.
A significant impact with respect to the increasing focus on the role of logistics
was the contribution which logistics made to the victory of the Allies in World
War II, at which time it began to receive increased recognition and emphasis. In
the 1950s, with the development of the new corporate philosophy of marketing,
logistics came to be associated to an even greater degree with the customer
service and cost components of a company’s marketing efforts. Companies
began to emphasise customer satisfaction at a profit with customer service later
becoming the cornerstone of logistics management. Also in the 1950s an
Chapter 2 - 28
important study of the economics of air freight added a further dimension to the
field of logistics. The study introduced the concept of total cost analysis, air
freight being the highest cost form of transportation. However, air freight, when
used instead of other modes of transportation, could result in lower inventory
and warehousing costs as the company distributed them directly to its
customers. This text which essentially introduced the concept of total cost
analysis to the area of logistics, thus increasing the focus on the important role
of logistics, was titled The Role of Air Freight in Physical Distribution. (Stock &
Lambert, 2001).
Lambert, et al. (1998) further discuss in some detail how the first dedicated
logistics texts began to appear in the early 1960s, which was also the first time
that Peter Drucker, a noted business expert and author, stated that logistics was
one of the last real frontiers of opportunity for organisations wishing to improve
their corporate efficiency. Also in the early 1960s, Edward Smykay, Donald
Bowersox, and Frank Mossman wrote one of the first texts on logistics
management. The book examined logistics from a company-wide perspective
and discussed the total cost concept. In 1963 the National Council of Physical
Distribution Management (now the Council for Logistics Management – CLM),
was formed to develop the theory and understanding of the distribution process,
promote the art and science of managing distribution systems and to foster
professional dialogue and development in the field. During the remainder of the
1960s, on into the 1970s, and still, a multitude of textbooks, and conferences
were devoted to the subject of logistics management.
Deregulation of the transport sector in the US in the late 1970s and early 1980s
gave organisations more shipping options, increasing competition within and
between transportation modes. As a result, carriers became more creative,
flexible, customer-oriented, and competitive in order to succeed. The trend in
industry moved from businesses undertaking the many different aspects of
running their organisation, to their focusing on their core businesses and
Chapter 2 - 29
outsourcing activities such as transport. This was made possible because of the
competition between the different transport providers and the solutions provided
by logistics and technological providers. The added benefit to the end user of
innovative and additional service elements, as provided by logistics companies,
became well recognised. (Lambert, et al. 1998).
During the 1970s and 1980s, many companies also found it increasingly difficult
to maintain traditional profit levels and growth rates because of increasing
domestic and foreign competition, saturated markets, government regulation,
and other factors. Accordingly Stock and Lambert (2001) point out that an
organisation can pursue one or more of three basic strategies in a profit-squeeze
situation. First, it can attempt to generate additional sales volume through
increased marketing efforts. However, this may be very difficult and costly as
incremental sales increases in saturated or highly competitive markets are hard to
achieve while in low-growth markets, the rate of growth may be less than the
company needs to generate additional sales. Even in high-growth market
situations, a company may be unable to achieve desired sales increases because
of resource problems, competition, and other market conditions. A second way
to improve profitability may be to increase the price of the company’s product.
Again, such increases may not be possible given market conditions and
depending on demand elasticity, price increases may not have the desired impact
on sales. Furthermore, companies hesitate to increase prices unless higher costs
of materials, production, or labour make those increases unavoidable. Therefore,
a third strategy, that of reducing the organisation’s costs of doing business, has
been the one most companies have pursued. As companies have looked inward
attempting to identify areas for cost savings and/or productivity increases, most
have found logistics to be an area with the most potential for significant cost
savings. Already during the 1970s therefore, the notion was proposed that the
problems of sub-optimal performance might be overcome if sub-optimal
performance in one, or even two, of the distribution activities be accepted (even
introduced) and that the economies obtained from the other activities would
Chapter 2 - 30
lower the overall costs of the distribution function. This is what happened and
once the behavioural issues and problems had been overcome, stronger much
more effective distribution functions became available. (Gattorna & Walters,
1996).
At the same time there has also been a proliferation of products and services,
with manufacturers beginning to offer their standard product in an increasing
number of colours and patterns, often merely to increase the shelf-space they
could command in a retail outlet. Often, however, each different product line
had to be handled separately in the company’s distribution system resulting in
various problem areas and the need to analyse, evaluate and assess the causes
and institute correction. Furthermore, it was variously estimated that in the
1970s physical distribution costs (as a percentage of sales) could vary between
less than 10%, to in excess of 40% of sales revenue. (Gattorna & Walters,
1996). By this time physical distribution managers were also becoming very
much part of the organisational structure of many companies.
By the 1990s many organisations were also evaluating their business processes
to determine whether there was a better way of performing them, with logistics
presenting a major functional area where re-engineering efforts have resulted in
significant improvements. The supply chain management approach has also
been recognised as an important concept, its development and implementation
being initiated in many industries. The significance for the development and
increasing focus on the role of logistics is the notion that multiple organisations
and functional areas can integrate their efforts to optimise their individual and
combined performance, leading to the development of a systems approach
throughout the entire channel of distribution. (Stock & Lambert, 2001).
Chapter 2 - 31
to the customer, the company must offer value in many forms, and an increasing
number of companies are looking to logistics to provide this value to the
customers. As a result of the fact that buyers prefer to do business with sellers
that provide excellent logistics service, many more companies are using logistics
to differentiate themselves from competitors. Logistics managers can also no
longer afford to work without considering all components of the system and
taking into account how any changes will affect the overall cost of the
company’s distribution function. The fact is that logistics decisions and policies
can influence the company’s total sales as well as the cost of its operations.
Chapter 2 - 32
2.2.4 Current and continuing logistics trends
From the above discussions and outline of the developments leading to the
increasing focus by businesses on the importance of logistics, it is clear that
companies need to recognise the role and importance of logistics management.
They need to use logistics as a competitive weapon to secure and maintain
customer loyalty. Companies must aim to be increasingly responsive and
flexible, committed to their customers, aware of their results, working closely
with their suppliers and providers, embracing technology, and committed to
developing and maintaining strategic direction. Logistics management will
continue to be a key element of such aims and direction.
According to Davis and Drumm (1999) the first step in achieving significant
improvement in both cost and service is a thorough review of logistics policies,
practices and systems, particularly where they result in unsatisfactory
performance levels. Customer service performance, for example, needs to be
accurately measured and the results compared to what the customer wants and
what world-class competitors are giving. Transportation and warehousing costs
and practices should also be evaluated in terms of their competitiveness and
their impact on customer service performance. Furthermore, inventory
management and planning, key elements in controlling costs and meeting service
goals, must be structured to assure good service and low cost.
Chapter 2 - 33
World-class organisations are, and will continue to be, characterised by
flexibility, responsiveness, customer focus, use of information technology and
continuous improvement, where world-class implies an international reputation
for overall effectiveness.
Chapter 2 - 34
class organisation must monitor its marketplace and competitors, and constantly
be aware of processes that could enhance its position through the process of
best practice and benchmarking.
Chapter 2 - 35
feedback also forms an essential part of the complete performance picture. Both
types of information need to be available and properly integrated for successful
performance measurement. A balanced view of the organisation is one that
includes a combination of traditional measures of historical financial success or
failure, as well as indicators of areas that must change and improve in order to
deliver future success. In the end, the best measures will always be that
combination that are important to the customer and bottom-line.
To continue the discussion of best practice and benchmarking, these are thus
practices which offer organisations the opportunity to identify and replicate the
practices and methodologies of successful world-class companies. It is
important for companies therefore to also continuously seek best practice in
logistics which may or may not, for example, include outsourcing certain
logistics activities.
While world-class is a key concept and status for companies to strive for,
leading-edge companies go one step further and not only seek an international
reputation for overall effectiveness in terms of flexibility, responsiveness,
customer focus and continuous improvement but also a competitive edge and
position of enduring superiority over competitors, in terms of customer
preference. Leading-edge companies will therefore have, for example, a superior
level of logistics competency and use logistics as a competitive weapon to
secure and maintain customer loyalty. They are more responsive, flexible,
Chapter 2 - 36
committed to their customers, and aware of their results; work more closely with
their suppliers, are more likely to embrace technology, and are more involved in
their company’s strategic direction.
Chapter 2 - 37
highlighting the critical importance of logistics and supply chain management as
the keys to profitability. (Chee & Harris, 1998).
In summary therefore of the current and future scenario for companies, and the
development of logistics management, companies should be continuously
seeking ways in which they may improve their operations. The concepts
discussed above and other supporting strategies available to a company, such as
the decision to outsource, where such an action will add value to the
organisation, can increase the cost-effectiveness and efficiency of a company’s
operations. Management should set objectives for the supply chain and
individual members, and measure actual performance against planned
performance. Evaluation measures should be developed over time and be used
to identify problem areas. Measures of performance with respect to value
created for customers and the profitability of the supply chain and its members
should receive particular attention. When management evaluates the supply
chain structure it must also compare the company’s ability to perform the
activities internally with another member’s ability to perform these activities. It
is also important to remember that for the supply chain, the goal is, by means of
integrated logistics management, to improve overall efficiency, which may be
achieved by means of various logistics management and strategic options, such
as the practice of outsourcing which will be dealt with in greater detail in
Chapter 3.
Chapter 2 - 38
2.2.5 Conclusion
For logistics and supply chain management the goal will continue to be
improvement in overall efficiency by means of integrated logistics management
and sound logistics decisions. The various logistics activities, and the integrative
management thereof, will play an ongoing and important role in determining
whether a customer receives the right product, at the right place, in the right
condition, at the right cost, and at the right time. Managing the various
activities as an integrated system must lead not only to the maximisation of
customer satisfaction, but also to the lowest possible total cost. In this way
logistics management can contribute significantly to overall company efficiency,
competitive advantage and profitability.
Another important area for increased efficiencies will continue to be the trend
toward the outsourcing of logistics requirements, which holds the potential to
optimise the role of logistics in a company. This in turn may lead to many
improvements and other possibilities for a company as it is freed up to refocus
on its core competencies. It may increase customer service levels, reduce
capital requirements, increase profitability, reduce supply chain costs due to
economies of scale, simplify industrial relations, help companies keep up to date
with world-wide technological trends, and introduce innovative ideas and
concepts.
Logistics decisions therefore are, and will continue to be, key to corporate profit
and performance and indeed in the growth of a country’s economy and
competitiveness.
Chapter 2 - 39
The role of logistics in a company’s overall strategy is key, as are the strategies
within the logistics function itself. It is therefore most important to consider, in
further detail, the micro-economic role of logistics or otherwise stated, the role
and importance of logistics in the company. The following sections will discuss
in more detail this role of logistics and the management thereof.
2.3.1 Introduction
An efficient and effective logistics system should form the basis of a company’s
overall customer service and marketing strategy. The impacts of the system, in
turn, on the finance, marketing, manufacturing, and other functions of the
company such as human resources and information technology, must also be
considered and planned for.
Chapter 2 - 40
It is also important to consider that logistics is a complex framework of
relationships between manufacturer and consumer, employer and employee,
manager and shareholder, and members of the business and the community in
which the business operates. Having a supply chain view of these relationships,
and the operations involved, represents a great opportunity for suppliers,
manufacturers, and retailers to improve productivity and efficiency, and therefore
revenues and profits. The key for trading partners is to understand what
constitutes their supply chain, i.e. all the activities involved in supplying a
product to the end customer.
Logistics management therefore has a key role in a supply chain, and in particular
in the member companies, for example in contributing to their customer
satisfaction and total cost reduction, as well as company profitability.
Chapter 2 - 41
and their influence on its profitability. The logistics department, for example,
plays a key role in the company in terms of delivering the product to the target
market, providing customer satisfaction, and ensuring that the costs thereof are
minimised to ensure that the company is competitive and profitable.
Profitability is a key concept for any company. For each possible output level, a
company needs to know how much it will cost to produce and distribute this
output as well as how much revenue will be earned by selling it. For each
output level, these costs depend on technology that determines how many
inputs are needed to provide this output, and on input prices that determine what
a company will have to pay for these inputs. The revenue obtained from selling
output depends on the demand for the company’s output in the market. This
demand determines the price for which any given output quantity can be sold
and thus the revenue that the company will earn. It is therefore the interaction
of costs and revenues that determines how much output companies will wish to
supply. Profits then are the excess of revenues over costs. Furthermore as
companies have the objective to make as much profit as possible, it is important
that they examine how revenues and costs change with the level of output
produced and sold, in order to make decisions that will maximise their profits.
(Begg, et al. 1984). Therefore, a company’s revenue is the amount it earns by
selling goods or services in a given period such as a year; its costs are the
expenses incurred in producing and distributing goods or services during the
period; profits are the excess of revenues over costs, and profitability is the
yielding of profit or gain. (Begg, et al. 1984).
Since logistics costs can account for such a large proportion of total costs in the
business it is critical that they be carefully managed. However, the true costs of
logistics are not always fully understood. (Christopher, 1998). According to
Nell (2001) it is critical that companies understand that the logistics industry is
as much a cost management industry as a sales and utilisation industry. He
further asserts that one of the most basic and fundamental aspects of business
Chapter 2 - 42
is a good knowledge of the costs thereof. For most business operators it is
common sense to know their costs, selling price and subsequent profit or loss.
However, this is more straightforward if the company is selling a product it has
bought, while for manufacturers it is more complicated with additional
calculations like cost of raw material, cost of manufacturing, cost of transport,
and cost of warehousing to name but a few aspects.
Chapter 2 - 43
By the same measure, however, lower profits and share failure can result from
supply chain problems, and the more problems experienced the greater the
impact. Ineffective management of supply chains thus destroys significant
shareholder value. Supply chain problems such as those that cause production
and shipping delays decrease the value of company shares by 20%.
Furthermore, significant losses occur irrespective of which link in the supply
chain (supplier, manufacturer, or customer) is responsible for the problem and
companies that experience supply chain problems caused by supplier or
customers still lose about 9 to 12% of their market value. (Sinclair, 2002).
Chapter 2 - 44
margin in evaluating performance relative to the investment that has been made.
Thus the ability to generate more revenue from the capital invested in the
business has to be evaluated, in addition to profit margin, in order to assess
overall performance. There are numerous benefits for logistics management from
quantifying the estimated financial impact of supply chain improvements,
including the following:
• Understanding the risks involved in various scenarios related to the
implementation of logistics initiatives
• Focusing on the right measures for example ROA
• Communicating effectively with the company’s financial management
• Forecasting economic value added (EVA) improvement and thus
corresponding share price
• Quantifying the value contributed by the logistics function, which is also
useful as a basis for logistics management compensation programmes
• Accelerating the swiftness of making decisions
• Shifting the focus from cost reduction to value generation
Companies therefore also need an effective means to quantify the future value of
logistics changes as this will greatly contribute to their ability to make the right
decisions. Furthermore, providers of supply chain solutions need to focus on
maximising the return on investment for their clients. It is vital that companies
understand the concept of an effective and optimised supply chain. (Gillingham,
2002).
Chapter 2 - 45
• Customers who want to order the company’s products via the Internet; have
them delivered within a tight timeframe; and have them customised to their
liking and returnable if they do not like them
• Suppliers who want to send their materials JIT; integrate with the systems of
the company; and institute a consignment programme
• Executive management who expect the company’s logistics function to
streamline processes; expand internationally; pursue outsourcing of some
activities; evaluate supply chain management software; while at the same
time reducing logistics costs.
While these are just some of the responsibilities of logistics management, each
of them has an impact on financial value. In addition, there is the pressure from
shareholders regarding share performance.
There are also other areas in logistics management to which senior management
can look in terms of improving corporate profit performance. In an uncertain
economic environment, for example, senior management will be particularly
interested in asset management and cash flow management. The most common
strategies used to improve cash flow and return on assets are the reduction of
Chapter 2 - 46
accounts receivable, and the reduction of the investment in inventory. When
management decides on a reduction in accounts receivable and/or inventories, its
objective is to improve cash flow and reduce the company's investment in
assets. However, simply reducing the level of inventory can significantly
increase the cost of logistics if current inventories have been set at a level that
allows the company to achieve least total cost logistics for a desired level of
customer service. The unconsidered reduction of accounts receivable and/or
inventories, in the absence of technological change or changes in the logistics
system, can have a devastating effect on corporate profit performance. In the
same way, company policy to reduce inventory levels and thereby investment in
inventory, in the absence of a system change, may increase transportation costs
and/or production set-up costs as the logistics system tries to achieve the
specified customer service levels with lower inventories. (Christopher, 1998).
Chapter 2 - 47
• improved forecasting accuracy and production planning
• improvement in cash flow and return on assets.
As has already been alluded to, it is therefore critical for senior management to
be aware of the financial impact of logistics decisions, or rather the role which
logistics plays in impacting the bottom-line of a company. Financial management
is naturally concerned with the efficient use of the company’s capital. The
design and operation of the logistics system requires many trade-offs between
commitment of capital, reduction of operating costs, and improvement of
delivery service. These conflicts can be reconciled by a policy with respect to
the value or availability of capital in the logistics system. This policy is often
expressed in the form of a capital cost or required return on capital investment.
It is important that management recognise that capital in the logistics system
does cost money, although the cost does not appear on any expense statement
other than the implied opportunity cost of capital. A well-designed logistics
Chapter 2 - 48
system thus makes a major direct contribution to the financial control of the
company. If the system is under stable control, management can be confident
that sudden unexpected surges in requirements for capital will not occur. The
techniques used to design and manage the system can also be used to predict
future capital requirements to support demand projections. Reasonable
prediction of logistics system capital requirements is a key element in the cash
forecast, the key financial planning instrument. Finally, a well-designed logistics
control system is adaptable to changes in circumstances, including changes in
capital availability. It is also important to note, that full implementation of
integrated logistics is based on total cost analysis, and the true potential will not
be reached until the required cost information is made available to decision-
makers. The future potential of the integrated logistics management concept
thus depends on the ability to obtain the necessary accounting information. The
availability of logistics cost information should be a primary concern of
management. Developing logistics cost information for decision-making and
control is a most critical task. (Stock & Lambert, 2001).
Integrated effort, cost reduction and customer satisfaction are key in the role of
logistics in company profitability.
Chapter 2 - 49
capital requirements reduced. At the same time they have looked again at their
fixed capital deployment of distribution facilities and vehicle fleets and in many
cases have removed these assets from the balance sheet through the use of third
party logistics service providers. (Christopher, 1998).
As has already been alluded to, an important strategy for cost reduction is the
option for a company to focus on its core competence and outsource many of its
logistics activities. Outsourcing, for example, enables a company to distribute its
products in the most competitive manner, by avoiding all unnecessary costs that
may be incurred by undertaking certain distribution activities itself. Logistics
does, however, play a more varied role than this, in terms of possible cost
reduction for a company – as has been discussed in the preceding paragraphs,
while outsourcing will be discussed in further detail in Chapter 3.
As has been noted, logistics not only plays a key role in company profitability
and therefore the financial function of the company, but plays a key role and has
an important impact on other critical company functions. As was previously
mentioned, the logistics department plays a key role in the company in terms of
delivering the product to the target market, providing customer satisfaction, and
ensuring that the costs thereof are minimised to ensure that the company is
competitive and profitable. Logistics can be a source of competitive advantage
for a company in the same way that a good product, promotion, and pricing
strategy are. Distribution can be used as the primary reason why the target
market will purchase the product, and can be designed as a unique offering that
will not easily be duplicated by competition.
Chapter 2 - 50
customer. A combination of quality products and quality service along with
assisting the customer to be competitive in their own market, is the key to a
strong customer base. The basis of a strong customer base is therefore
customer satisfaction. It is essential that each internal department of the
company contribute positively to fulfil the needs of the customer and add value
to the customer’s business. The logistics department plays an extremely
important role in customer satisfaction. They hold the key to a major part of
quality service for the customer, including elements such as order placement and
processing, and the delivery of the product on time, in good order and at the
correct destination. Positive, detailed and adequate interaction between the
customer and logistics department normally creates a strong relationship
between the two parties. By taking care of unwanted situations and problems,
and ensuring smooth deliveries, the logistics department can provide the
customer with the best possible service at all times. On-time delivery, short lead
times, product delivered in good condition, and effective handling of problems,
therefore, are key to a company attempting to increase customer satisfaction
and sales. Today companies are confronted with shorter product life cycles,
increasing product lines, shifting distribution chains, and changing technology.
Effective logistics management is now an essential ingredient of competitive
success. Companies that view logistics as an offensive marketing weapon will
make logistics an integral part of their business strategy. (Stock & Lambert,
2001).
Many companies are recognising the important role that logistics, and the
management thereof play, and indeed the importance thereof in the strategic
decision-making process. In a broader sense, therefore, logistics should also play
an important role in determining the overall company response to market
opportunities, for example, decisions to expand globally. Although it is beyond
the scope of this thesis to investigate the reasons as to why companies extend
operations internationally, suffice to say that the ability to compete on a global
basis is becoming an essential consideration for many companies and
Chapter 2 - 51
globalisation of industrial activity has become a major issue in business. Key to
both the growth of the company and of the economy therefore is the move to
international and global marketing of products of companies and indeed
countries. However, this has major implications for supply chain management
and is impossible to accomplish without considering the role that logistics will
play therein. Global logistics must therefore be defined as the design and
management of a system that controls the flow of materials and products into
and out of global companies. (Chee & Harris, 1998).
Chapter 2 - 52
outsourcing and partnerships, logistics information, global transportation and
global inventory control. (Chee & Harris, 1998).
At the same time international marketing decisions will have the following further
important impacts as identified by Stock and Lambert (2001), on the logistics
function:
• There will be an increasing number of logistics executives who will have
international responsibility and authority
• There will be expansion of the number and size of foreign trade zones
• There will be reduction in the amount and increased standardisation of
international paperwork and documentation, especially the bill of lading
• There will be an increasing utilisation of foreign warehousing owned and
controlled by the exporting company
• There will be an increasing number of smaller companies engaging in
exporting with larger companies utilising licensing, joint venture, or direct
ownership in place of exporting to foreign markets
• Domestically, there will be a trend toward foreign ownership of logistics
service companies, for example, public warehousing and transportation
carriers
• There will be increasing vertical integration of the channel of distribution,
including channel members from several different countries (especially in the
acquisition of foreign sources of supply for certain raw materials).
Chapter 2 - 53
ensure that they implement the company's marketing strategy. The main
objective of logistics management, with global marketing, is as always to meet
customer needs at the lowest possible cost and improve the logistical system,
thereby gaining a competitive advantage for the company.
Apart from global marketing opportunities and the implications of this new global
environment, Gattorna and Walters (1996) identify the following important
factors in the external environment facing the marketing and logistics functions
in any company:
• Rapidly changing economic circumstances leading to few growth markets and
high levels of unemployment
• Market fragmentation whereby a polarisation between upmarket (high quality
and high price) and downmarket (low quality and low price) is putting
pressure on organisations, with neither of these forms of differentiation, to
search for exclusive market niches and develop specialist delivery systems
• Increasing competitive intensity as market growth opportunities decline
Chapter 2 - 54
Companies and their marketing and logistics functions therefore continue to
operate together with all other business functions and activities in a dynamic
environment both internally and externally with respect to the organisation itself.
Companies are also increasingly assessing the validity of the make or buy option,
in both production and logistics activities. When deciding on company
strategies, it is therefore important that management understand their markets as
well as the behaviour of production and logistics costs. This will provide the
company with a competitive benefit as well as facilitating strategic decision-
making. It will also assist in ensuring that the structure and strategy most likely
to provide long-term profitability will be identified.
Stock and Lambert (2001) point out that marketing policy and tactics have an
important controlling influence on the design and operations of a logistics
system. The marketing objective is to allocate resources to the marketing mix to
maximise the long-term profitability of an organisation. The logistics objective is
to minimise total costs. Marketing requirements establish the servicing limits
within which the system must work and marketing tactics impose loads and
demands on the physical distribution element of the logistics system that in turn
affects its total cost. Marketing management has a huge impact on the design
and operating costs of the logistics system. For a customer to be satisfied,
marketing and logistics must work together. The overall service must include
both physical service factors (logistics) and intangible service factors (marketing).
Customer service is a result of overall supply chain management, and marketing
Chapter 2 - 55
and logistics must work together at all interfaces between the links in the chain,
to ensure this.
Marketing can, in particular, have short term impacts on the logistics system
where service is measured by the speed with which an item can be provided to a
customer; by the reliability with which service is achieved; and by the immediate
availability of an item. The wider the product line, the more complex the
interaction between marketing and logistics, especially in the areas of
manufacturing, order processing, inventory control and transportation.
Promotions and special sales can also create specific problems for logistics,
similar to those of product line expansions, such as planning, control, rapid
response to demand, disposal of surpluses, and the generally limited sales life of
these items.
Chapter 2 - 56
In summary then of the logistics-marketing interface, the four P’s of the
marketing mix, namely product, price, promotion, place, require that for a
company to be successful, any marketing effort must integrate the ideas of
having the right product at the right price, publicised with the proper promotion,
and available in the right place. Logistics plays a critical role particularly in
support of getting the product to the right place as a product or service provides
customer satisfaction only if it is available to the customer when and where it is
needed. (Lambert, et al. 1998).
Chapter 2 - 57
company's market and the logistics system is the means for linking the
manufacturing function to the market, and guiding the necessary adjustments to
fluctuations in market demand. The systems designed for communicating
demand, ordering replenishment, and planning and controlling production, will
determine how well the company is able to balance manufacturing and logistics
interests. (Stock & Lambert, 2001)
The logistics system can also create unnecessary difficulties for manufacturing if
components thereof are not managed as an integrated whole. Manufacturing
must be prepared, for example, to meet large occasional replenishment orders for
items from the various field warehouses and must carry stocks, hold open
production capacity, or insist on a long manufacturing lead time to fulfil orders.
If, however, the unit-by-unit demand at the several warehouses could be made
known to manufacturing and accumulated, the manufacturing function could
anticipate when the warehouses would be needing re-supply and could then plan
production of the item in a more orderly fashion. Integrated reporting of
demand, utilising the methods of controlling inventory in a multi-echelon
environment such as distribution requirements planning (DRP), is one technique
for co-ordinating physical-distribution requirements with manufacturing
efficiency.
The manufacturing function, on the other hand, may cause unnecessary physical-
distribution problems through not conforming to schedules or delivery promises
or requiring excessive lead-time. Manufacturing management may not realise
that its performance is unreliable, or even how important reliable performance is
to the operation. It may also not realise that its search for manufacturing
Chapter 2 - 58
efficiency imposes additional logistics cost or that its lead-time requirements are
unnecessarily long.
Sometimes plant and physical-distribution system managers cause unnecessary
logistics problems by focusing attention on the wrong level of detail. Key
production planning and control decisions are often concerned with managing the
availability and use of common tools of machine and/or employee time. The
lead-time to adjust total capacity can be long because of the need to hire
employees, conform to labour contracts, arrange subcontracts, or procure raw
materials. However, within available capacity, the lead time for making one item
or another may be quite short. Unless the distinctions are recognised among
lead times for production capability changes, raw material procurement, and item
specification within available capacity, unnecessarily long lead-times may be set.
Production system design also influences the logistics system. If the production
system is laid out in a rigid production line system, inflexibility in the use of
equipment and the desire to maintain a uniform load over each line may create
service delays or accumulation of unwanted stocks. Modern production systems
that employ tools such as flexible manufacturing systems, robotics, automated
materials handling equipment, quick set-up and change-over methods, and
modern planning and control systems such as manufacturing resource planning
and JIT inventory systems provide ways of obtaining greater flexibility without
excess set-up cost or old standby capacity.
The product engineer needs the support of the logistics information system when
considering a new substitute design of an end product or component. Product
engineering requires an effective system of parts identification so that as a new
item is engineered, the design can be adapted to use existing parts or materials
as far as possible. Once a decision is reached, positive steps are needed to
ensure that new designs are incorporated into the desired manufacturing lot or
work order of an item. The ordering, inventory control and materials planning
systems need to be responsive to the design changes. Modern logistics
Chapter 2 - 59
information systems generally provide both these information access and
planning control capabilities and aid in the integration of product engineering and
logistics activities.
Chapter 2 - 60
management and efficiency while speeding inventory flows. QR also has had a
major impact on logistics operations. Rather than storing products, distribution
centres are now charged with moving products which frequently entails cross-
docking and therefore no warehousing or storage of the products. The consumer
packaged goods sector, especially the grocery industry, has implemented an
adaptation of QR called efficient consumer response (ECR) which entails the
direct linking of the consumer household, the retail store, the distributor, and the
supplier and naturally also has significant logistics implications. (Stock &
Lambert, 2001). With the postponement strategy, the final product or offer is
not created until the last possible moment. The problem with this strategy is
that it can lead to a significant increase in, for example, transport costs.
However, according to Christopher (1998), if information on actual end user
requirements can be rapidly transmitted upstream and showed between supply
chain partners and if, through flexible manufacturing and postponement, the final
product can be made on demand, then a significant competitive advantage would
accrue. Often the final assembly or finishing of the product may be performed
by another partner in the supply chain.
Chapter 2 - 61
2.3.5 The role of logistics with regard to other key company functions
It can be said that logistics system design and management affect many
management functions. These functions may be grouped and named in many
different ways in individual companies, but the functions that are affected
certainly include finance and accounting, marketing, and manufacturing.
Responsibilities for logistics activities such as warehouse management,
production and inventory control, or transportation may be scattered among
several of these major functions. For example, raw material stock control may
be the responsibility of purchasing or manufacturing, or a separate materials
management group (or split among the three); production planning and control
may be the responsibility of manufacturing; and field distribution of inventories
and warehouses may be managed by the marketing organisation. Information
systems and data processing for production planning and inventory control may
be a financial organisation responsibility, or it may be handled by a separate
information systems function. Transportation may be the responsibility of
manufacturing, marketing, purchasing, or a separate department; the choice
often depends on whether the bulk of the transportation expense is incurred in
the supply or distribution system, i.e. whether it is inbound or outbound
transportation.
Chapter 2 - 62
There is in business today, however, a growing tendency to recognise that the
efficiency of an individual activity or function examined in isolation may be quite
different from the effectiveness of the activity or function as part of the total
logistics process. As has been mentioned previously, the total cost concept of
logistics management requires that compromises must be found among all the
functions to obtain a total system operation that achieves a better cost-
effectiveness balance. For example, low cost per ton shipped may be a very
expensive target for the system as a whole if the traffic function achieves this
target by sacrificing speed and particularly reliability of service, or if the mode of
transportation chosen makes special packaging necessary.
All of these links with, and the impact of, logistics management emphasise the
growing role and importance of logistics in the company and the requirement for
these interrelationships to be considered in detail by any logistician or logistics
manager of an organisation, for example, with respect to strategic decisions and
initiatives such as outsourcing.
Chapter 2 - 63
2.3.6 Conclusion
For the various reasons discussed in the preceding sections, logistics should have
high visibility in companies. Increasingly recognition is being given to the
contribution that logistics activities, and the management thereof, can make
towards the successful and efficient functioning of an organisation. Logistics is
a definite asset to a company. An efficient and economic logistics system is
therefore similar to a tangible asset on a company’s books. It cannot be readily
duplicated by the company’s competitors. If a company can provide its
customers with products quickly and at low cost, it can gain market share
advantages over its competitors. It might be able to sell its product at a lower
cost as a result of logistics efficiencies, or provide a higher level of customer
service, thereby creating goodwill. Although companies do not identify this
asset in their balance sheets, it theoretically could be shown as an intangible
asset, a category that includes items such as patents, copyrights, and
trademarks. (Christopher, 1998; Stock & Lambert, 2001). Logistics
practitioners have a major opportunity to reduce their companies’ logistics costs
while improving customer service. However, research shows that few logistics
organisations are achieving significant improvement, with the resulting gap
between the world-class performers and their competitors growing. (Davis &
Drumm, 1999).
As part of the company’s marketing effort, logistics also plays a key role in
satisfying its customers and achieving profit for the company as a whole.
Effective logistics management improves the marketing effort of the company,
which can create advantage in the market place, by providing efficient
movement of products to customers, and time and place utility to products.
Logistics must also work closely with manufacturing as it supplies required
materials and services to the production function, manages the flow of work-in-
progress within the organisation, and ensures that the manufactured items are
stored, shipped, and received on time. (Stock & Lambert, 2001).
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Furthermore, with the development and increasingly important role and
recognition of logistics, the distribution function no longer comprises a small
number of activities and functions that were seen as individual in their nature
and owned by departmental managers. (Gattorna & Walters, 1996). Logistics
management increasingly involves the co-ordination of the activities of traditional
distribution together with liaising with purchasing, materials planning, packaging,
information technology and even research and development. In addition,
logistics managers are becoming increasingly involved in supply markets and in
customers’ logistics issues. Within the business, logistics management is also
becoming involved in financial issues and in strategic planning.
2.4 CONCLUSION
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These various factors, and others such as growing global competition, that are
increasing companies’ focus on the role of logistics, and current and continuing
trends therein, are making management more and more aware of the fact that
logistics decisions, policies and strategies can influence a company’s total sales
as well as the cost of its operations. It is therefore necessary to understand the
development and importance of such strategies that may influence corporate
profit and performance and therefore the competitiveness of a country’s
products and its economy.
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SOURCES OF REFERENCE
• Bovet, DM & Frentzel, DG 1999: The Value Net: Connecting for Profitable
Growth. Supply Chain Management Review, Fall 1999: 96-104.
• Davis, HW & Drumm, WH 1999: Logistics Cost and Service 1999. CLM
Annual Conference Proceedings, Oct. 1999: 41-53.
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• Flood, BP 1999: Calculate Your LVA, Quantifying the Financial Impact of
Supply Chain Improvements. CLM Annual Conference Proceedings, Oct.
1999: 121-144.
• Langley, CJ; Allen, GR, & Newton, B 2000: 3PL Results and Findings of the
2000 Fifth Annual Study. University of Tennessee, Cap Gemini Ernest &
Young, and Exel. 2000.
• Langley, CJ; Allen, GR, & Tyndall, GR 2002: 3PL Results and Findings of
the 2002 Seventh Annual Study. Georgia Institute of Technology, Cap
Gemini Ernest & Young, and Ryder System, Inc. 2002.
• Lieb, R & Schwarz, B 2002a: The Use of Third Party Logistics Services by
Large American Manufacturers, the 2001 Survey. CLM Annual Conference
Proceedings, Oct. 2002.
• Lieb, R & Schwarz, B 2002b: The Year 2001 Survey: CEO Perspectives on
the Current Status and Future Prospects of the Third Party Logistics Industry
in the United States. CLM Annual Conference Proceedings, Oct. 2002.
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• Murphy, PR & Poist, RF 2000: Third-Party Logistics: Some User Versus
Provider Perspectives. Journal of Business Logistics. 21(1). 2002: 121-
133.
• Van der Walt, A; Strydom, JM; Marx, S & Jooste, CJ 1996: Marketing
Management; third edition. Kenwyn: Juta and Co, Ltd.
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